Research @ IIT

8/2/2019 Research @ IIT

1/65

INDIAN INSTITUTE OF TECHNOLOGY ROORKEE

A Presentation onOptimal Solutions to Overcome

Deficiencies in theResearch Ecosystem of IITs

Prepared by :--

Varun Choudhary.

B.Tech 3rd year .

Electrical Engineering,

IIT Roorkee.

Under the guidance of :--

Prof. D. K. Nauriyal,

Department of Humanities, and

Social Sciences.

IIT Roorkee.


2/65

Introduction

Jawahar Lal Nehru envisioned that the IIT system would over time

"provide scientists and technologists of the highest caliber who

would engage in research, design and development to help building

the nation towards self-reliance in her technological needs.

The IITs were entrusted with this immaculate task for this nation of

a billion, through education, research and extension. They have,

thus far, done the nation proud with the extremely high quality of

education that they provide, though research has often been theirundoing.


3/65

BACKGROUND

IITs

Ownership..it is hereby declared that each such institution

is an institution of national importance.. saysthe INSTITUTES OF TECHNOLOGY ACT,1961 referring to the IITs that existed then. Each of the IITsshall be a body corporate having perpetual succession and acommon seal and shall, by its name, sue and be sued. Thebody corporate constituting each of the said Institute shallconsist of a Chairman, a Director and other members of theBoard for the time being of the Institute.


4/65

Objectives (Vision and Mission)

The basic function of IITs is production of scientists and engineers ofthe highest caliber through education (1). It should be tightly integratedwith research (2) and extension (3) .

Goals & tasks of the institutes should relate continuously to changestaking place in the socioeconomic development of the country (4) andrapidly exploding universe of knowledge inscience & technology (5).

IITs should embody the student with values, enthusiasm and ability toengage in research, design and development to help building the nationtowards self-reliance in her technological needs.

Report of the Review Committee, 2004.

Education is given higher priority over research, followed byextension.

IITs have to embody the socio-economic development of the nationinto their goals & tasks.


5/65

The inferences that can be drawn are:

IITs are given autonomy to decide their own

research priorities.

Weightage should be given to research in

various disciplines like engineering and

technology, sciences and arts.


6/65


7/65

IMPORTANCE OF RESEARCH FOR IITs

the search for knowledge.

The IITauthorities have together the responsibility to ensure that

the IIT system as a whole develops into a powerhouse of

research and thereby makes an impact on the national andinternational plane.

aid absorption of new developments in science and

technology.

facilitate appreciation of societal issues and problems in

technology management.

help translate these into excellence in education


8/65

Products of Research

Ph.D.s (Ph.D. theses),

Research publications,

Books,Patents,

Knowledge-intensive products.


9/65

BASIC ASSUMPTIONS ABOUT RESEARCHPRIORITIES OF IITs

IIT Roorkee is marching ahead on its course of excellence in step

with the resurgent India. The growth of the IT, infrastructure andmanufacturing sector is demanding special attention from us inview of our well recognized contribution to national development.-- Prof. S.C. Saxena, Director, IIT Roorkee.

1. Being institutes of National importance research priorities ofIITs have to be aligned with the policy, vision, approach, thrustand priorities of the S&T Sector as recognized by PlanningCommission, Govt. of India in Eleventh five year plan(2007-12)

2. The research priorities of IITs should be such that they fulfillthe objectives of IITs as a whole and individually their ownvisions and missions

3. In order to produce technologists and scientists of highestcaliber, research priorities of IITs should reflect their ambition

to become global leaders in field of research.


10/65


11/65

WHAT IS A RESEARCH ECOSYSTEM ?

The research ecosystem involves all research factors,including universities, research institutions and research &technology organizations. In the context of IITs it can bedefined as a system consisting of stakeholders and theirinter- relationships.


12/65

Current Research Ecosystem in IITs, courtesy: Review Committee report 2004.


13/65

FacultyMembers

UG Students

PG Students

Ph.D Students

Industry

Government

Other Institutes

Board of

Governors

Senate

Director

Deans

StakeholdersAdministrators.

External

Stakeholders.

Researchers.


14/65

Analyze the deficiencies associated with each

researcher

Analyze the deficiencies in its linkages with

external stakeholders and other researchers

Analyze the role of administrators

Analyze the state of human resources,

infrastructure, and financial resources


15/65

Major deficiencies are :--1. Shortage of faculty: The total strength of faculty in all the IITs in 2002-03 (2375) was

27% less than their total sanctioned strength (3263).This points to a quantitative deficiency

caused by the retirements of faculty members and relatively lower no. of recruitments.

Faculty Shortage in 2002-03. courtesy Review Committee Report 2004


16/65

4. Promotion policy uses same indicators for evaluating performances of faculty members from

different disciplines

5. Lack of research based incentives for faculty:

6. Lack of foreign national taking up faculty positions in IITs

7. No official policy on grooming of young faculty members in research or awarding research

initiation grants.

8. Inadequate faculty initiation grants (about 2% of faculty gets this grant and the sum is not

substantial).

9. Lack of enough funds with faculty members to attract quality research scholars.

10. Lack of a balance between science, engineering and inter-disciplinary faculty strength.


17/65

1. Lack of flexibility indisbursement of funds

2. Lack of accountability offaculty in Governmentprojects.

1. Lack of interaction withfaculty members of otherinstitutes.

2. Limited faculty exchange

3. Limited no. of collaborativepapers.

1. Interaction limited toacademic work.

2. Bright Ph.D.s dont take up

faculty positions in IITs-prefer to go abroad.

1Lack of involvement inresearch projects with faculty

2. Little or no credit to contribution ofstudents, inprojects of faculty

1. Lack of awareness of

industry needs.

2. Lack of industry participation

in teaching

3. Lack of funds to faculty for

innovative projects

1. Ego Issues

2. Lack of interaction

3. Lack of interdisciplinary research

U.G. Students

Ph.D. Students

Other institutesGovernment

Other Faculty

Industry

Deficiencies in the various linkages of the Faculty members with stakeholders


18/65

Major deficiencies are:--

1. Low quality of candidates appearing for selection for Ph.D. positions

2. Narrow Mindset of Ph.D. Scholars:

3. Excessive time taken to complete Ph.D.:

4. Lack of research based incentives for Ph.D. scholars


19/65

Deficiencies in the various linkages of the Ph.D. students with other stakeholders

1.Lackof sufficient job

opportunities for Ph.D.candidates.2.Lack of industry participation

in suggesting Ph.D. topics

3. Limited no. of professionals

take up Ph.D.

1. Lack of interaction

1. Interactionlimited to academic

work.2. Bright Ph.D.s dont

take up facultypositions in IITs-prefer to go abroad.

1. Lack of interaction withPh.D. scholars of other institutes.

2. Limited scholar exchange3. Need for further participation in

QIP programs

1. Lack of research basedIncentives.

1. Ego Issues2. Lack of informalinteraction

Faculty

Industry

U.G. Students

Ph.D. Students

Government

Other institutes


20/65

Major deficiencies are :--1. Lack of inclination towards Research:

2. Lack of flexibility in curriculum towards research activities:

3. Lack of emphasis on practical work in course curriculum:

4. Lack of incentives for taking up Ph.D.s at IITs:


21/65

Deficiencies in the various linkages of the U.G./P.G. students with other stakeholders

1. Lack of researchcomponent in internships.

2. No formal provision oftaking up industrial problems

in final year projects.1. Lack of interaction

1. Limited number of studentexchange programs.

2. Lack of research basedInternship programs at universities for

first/second year students.

1. Lack of interaction in U.G.and P.G. students.

1. Lack of involvement inresearch projects with faculty

2. Little or no credit to contributionof students, inprojects of faculty

Industry

Ph.D. Students

Government

U.G. / P.G.

Students

Faculty

Other institutes


22/65

Major deficiencies are :--

1. Lack of transparency in evaluation of research output of IITs

2. Lack of a firm stand on research priorities

3. Existence of bureaucracy

4. Lack of a policy to promote inter-disciplinary research activities

5. Lackof aggressiveness and acceptance of new ideas


23/65

Major deficiencies are:--

1. Lack of competent technical staff which is well versed with equipments

in labs:

2. Institute research funds are not disbursed according to its researchpriorities.

3. Good infrastructure is present mostly in areas of core strength of the

IITs, while other areas are not able to match up with the best.

4. The research infrastructure present has not been modernized, despite

the release of funds by the Government of India, in the form of FIST.


24/65


25/65

Identify Research Priorities

Attract the best Talent.

Integrate the stakeholders.

Evaluate fairly.


26/65

The proposed solutions will be validated on the following grounds:

1. Role of players:

2. Financial viability:

3. Time Frame:


27/65


28/65

Objectives :

To help in identifying areas where commonality of interest

may help faculty members and students to get together to

work within and across the departments.

To provide opportunities to undergraduate students (from

hereon referred to as students) to get exposed to ongoing

research and innovation activities so that they may

participate in them.


29/65

NEED AND MOTIVATION

FacultyMember

Need for competentstudents for particularresearch work\SRIC

Interest in working in aparticular field ofresearch work

U. G.

Students

Mismatch \ NoMode of

Communication

Implications:1. Faculty cannot find competent students to assist in

research work.

2. U.G. students cannot work in areas of theirinterest.

3. Talent and research potential of U.G. students iswasted.

Current Status of U.G. involvement in research work

STIFKI

STAGES:1. Identifying areas of commonality of interest of

faculty members and students and provide

opportunities for collaboration.2. Selection of student by Faculty members.3. Facilitating and supporting quality research work4. Incentive for research through fair evaluation

U.G. involvement in research work after STIFKI


30/65

Structure of STIFKI

The structure of STIFKI may comprise of a Forum for Weekly Seminar & Face-to-Face Interaction

and an online forum. The online forums would compliment the physical weekly forum.

Forum for Weekly Seminar & Face-to-Face Interaction:

This forum will provide opportunity for a face-to-face interactive session between

faculty members and students, every week. The faculty members will introduce the

research and consultancy projects on which they are working through a seminar talk

and suggest a preferred mechanism through which students can participate in the

research and innovation activities.


31/65

STIFKI would also allow electronic interaction between faculty members and students. It will have

the following features:

A webpage will display research projects currently being undertaken by the faculty.

Skills Database.

It will also provide personalized features like,

It would allow faculty members to rate students and write recommendations, based on the students

research work.

The Online Forum

Students Faculty

List of ongoing projects

List of faculty members involved in

projects.

List of his team members

seek faculty appointments

Send his reports

His own ratings

Search the SKILL DATABASE

List of projects under him

List of students working under him

Updates and reports on the work they

are doing in

Send instructions and guidelines

The highest rated students

Search the SKILL DATABASE


32/65

Additional Features and Possibilities:

STIFKI online may be expanded to bring all the IITs on a common online platform, thus encouraging

inter-institutional research activities as well.

The Skills Database can be integrated with other institutes thus building a searchable repository of humancapital for research work as well as other skill based collaborations.

Students can give their feedback on the faculty members they have worked with. This will encourage

faculty members to be more students friendly and help bridge the student-faculty gap.


33/65

Benefits :--

Faculty members can collaborate with competent students to assist them in research projects.

Students can work in their areas of interest and provide valuable contributions to ongoing research.

Faculty members can find other fellow faculty members who have similar interests and working in

the same area to foster future collaborations.

The online platform would allow easy and efficient interaction between the students and faculty

members involved in a project.

A fair evaluation system based on the research work done by student will ensure accountability, thus

reducing drop-out rates.

It will provide incentive to those students who are talented and sincere towards research work.

Involvement of students would reduce the workload on faculty members.


34/65

OBJECTIVE :--

To encourage mutual one-to-one collaboration amongst faculty members and

technical staff of an IIT with their counterparts in other top international

research universities in order to facilitate knowledge and resource sharing for

mutual benefit.

NEED AND MOTIVATION :--

MoUs are an effective means of fostering academic and research

collaborations between an IIT and other academic institutes. But, often wehave not been extracting the full potential of a MoU or frame MoUs in a way

that they give maximum benefit. Many MoUs have ended up as simple

academic agreements on paper without having much practical implications.


35/65

Top Research

University

(MoU with IIT)

Top Research

University

(MoU with IIT)

Top Research

University

(MoU with IIT)

Top Research

University

(MoU with IIT)

IIT

M

O

U

M

O

U

Faculty Faculty

Data Data

Know howKnow how

Collaborative

papers

manual

Student

Exchange

Faculty

Exchange

Staff exchange

Faculty FacultyTech. staff

Tech. staff

Tech. staffFaculty

Faculty

Exchange

through

individual

informal

linkages


36/65

Formally assigning workmates to faculty\technical staff will help vastly reduce

the threshold hampering interaction between them.

Individualizing the institute level tie-ups will allow for individual initiatives

and the freedom for experimentation.

It would be mandatory for each faculty member \ technical staff to list at least

one workmate to ensure the initiation of the process, which will then be self-

sustainable due to its symbiotic nature.

Immense peer learning and mobilization of resources for both the workmates.

Increased opportunities and exposure for deserving students

Increased knowledge base and pool of resources for research.

Faculty members can remain updated with the current developments.


37/65

Objective

1. To develop stronger relations in R&D collaboration between

sponsoring agencies and researchers, including faculty

members in IITs.

2. To decrease time taken by a sponsoring agency in obtaining

solution to an R&D problem from researchers in IITs.

3. To increase opportunities in terms of R&D problems andfinancial incentives for researchers in IITs.


38/65

Need and Motivation:

In order to enhance scope of collaboration between sponsoring R&D agencies and

researchers in IITs, researchers have to be sensitized about contemporary requirements

of sponsoring agencies. An online platform allows interaction of greater scope betweensuch agencies and researchers, including faculty members. An organization with

dedicated staff for front end interaction, access to R&D laboratories and competency in

managing IPR issues would be most suited for role of facilitator in integrating

sponsoring agencies and researchers.

Structure of ORDCP:

ORDCP would comprise of following:

1.sponsoring R&D agency like corporate R&D divisions, government R&D agencies,non-profit R&D institutions

2.researcher in IIT such as faculty member, research scholar, scientist, student, etc.

3.a third party for-profit company in role of facilitator to provide online collaboration

platform


39/65

RESEARCHER(FROM IIT)

COMPANY

WEBSITE

(FACILITATOR)

SPONSORING

AGENCIES

(ANONYMOUS)

R&D PROBLEMS SOLUTION

R&D PROBLEM;

FINANCIAL INCENTIVE

R&D PROBLEMS

SOLUTION

R&D PROBLEM;

FINANCIAL INCENTIVE

R&D LABS FOR

VALIDATION

IPR ISSUES

DATABASE OF R&D

PROBLEMS

SUPPORT SYSTEM

ORDCP

Structure of ORDCP


40/65

OBJECTIVE

To streamline, monitor, structure, encourage and facilitate quality research work

through appropriate research policies and guidelines, drafting specific research

priorities and a proactive approach towards identifying and creating research

opportunities.

What is RAC?

RAC will be a small, high level focused advisory group to be set up at an all-IIT level.

It will have subsidiary RACs at an intra-institutional level at each of the seven IITs

and would be responsible for improving the research output of the IITs

Central RAC


41/65

Structure of RAC Central RACFive Member FocusedCommittee

Three Members from theexisting IIT system

Two eminent alumni with abackground research and policy

making

RAC-IIT_Dean

(R&D\SRIC\ICSR)Dean (PGS&R)

Members may bedrawn from thealready existing

Board ofSRIC/Research as

applicable

RACStudent wing

2 Ph.D. scholars4 Postgraduate

students4 Undergraduate

students

Functions of RACs


42/65

Functions of RACs

The subsidiary RACs will carry out the following functions:

Set the research priorities. Annually set up numeral targets related to key achievements in regards to

a) research and other scholarly submissions

b) outputs of patents.

Annual report.

Recommendations to improve the research infrastructure.

Promoting inter-disciplinary research and identifying areas and mechanisms to

facilitate it.

A student wing would assist it in working pro-actively with other stakeholders like

industry, government and society. RAC could integrate other solutions like STIFKI, SEM, ORDCP, etc. in order to align

them to work towards a common objective as set by the research priorities of the

individual IITs.


43/65

OBJECTIVETo ensure access to the required infrastructure for research, irrespective of its

physical location and ownership.

WHAT IS EIR?EIR will be a provision wherein a research scholar can apply for a scholarship

for a time-bound visit to an institute possessing the necessary equipments or

infrastructure, which are required in his research and are not available in the

concerned IIT. The purpose of EIR is to ensure that lack of research

infrastructure should not be a barrier to quality research.


44/65

Initiatives to obtain projects from internationalagencies and work on them jointly.

Provision of Tax- Benefits for firms investing inR&D

Research internship at IITs

Awards for fruitful research work duringinternship


45/65

ANY QUESTIONS??


46/65

METHODOLOGY

We have used the following basic methodology in writing the paper.Beside the reference material mentioned in appendix I, we interviewed

various stakeholders and conducted brainstorming sessions to provide usthe relevant material for writing the paper. Expert opinion was also used tovet all the solutions suggested by us.

1. Study the basic objectives and mission of the various IITs, since theirinitiation, using primary authentic sources, in order to develop anunderstanding of the IIT system.

2. Study the relevance of research on the landscape of the IITs.3. Develop basic assumptions about the research priorities of IITs based on

the inference from existing literature and discussion with variousstakeholders.

4. Study the current research ecosystem and infrastructure of the IITs.5. Scrutinize each stakeholder and respective inter-linkages individually

and investigate its deficiencies.6. Develop an approach to the solution.7. Suggest a validation mechanism.8. Suggest well researched models based on the approach to the solutions

and validate them using the validation mechanism.9. Discuss the suggested models with stakeholders and experts and

incorporate the necessary changes, if any.

R l t A t


47/65

Relevant ActsThe first IIT- IIT Kharagpur was formed on the recommendations of the Sarkar Committee.The 22 member committee headed by Sri N.R.Sarkar, in its report, recommended theestablishment of four Higher Technical Institutions in the Eastern, Western, Northern andSouthern regions, possibly on the lines of the Massachusetts Institute of Technology, USA,

with a number of secondary institutions affiliated to it. The report also urged the speedyestablishment of all the four institutions with the ones in the East and the West to be startedimmediately. The committee also felt that such institutes would not only produceundergraduates but they should be engaged in research, producing research workers andtechnical teachers as well. The standard of the graduates should be at par with those fromfirst class institutions abroad. They felt that the proportion of undergraduates andpostgraduate students should be 2:1. With the above recommendations of the Sarkarcommittee in view, the first Indian Institute of Technology was born in May 1950 in Hijli,Kharagpur, in the eastern part of India. Initially the IIT started functioning from 5,Esplanade East, Calcutta and very soon shifted to Hijli in Sept. 1950. The present name'Indian Institute of Technology' was adopted before the formal inauguration of the Instituteon August 18, 1951, by Maulana Abul Kalam Azad.[7] On Sept. 15, 1956, the Parliament ofIndia passed an act known as the Indian Institute of Technology(Kharagpur) Act declaringthis Institute as an Institute of national importance. The Institute was also given the statusof an autonomous University. It was later repealed to give way to the INSTITUTES OF

TECHNOLOGY ACT, 1961, which laid the foundation of three more IITs (Kanpur,Bombay, Madras) and created a unique framework for the funding, administration andacademic development of the IITs as privileged institutions, conferring a high degree ofautonomy on the system and protecting it from extra-academic pressures. It was lateramended in 1963 (Delhi), 1994 (Guwahati) and 2002 (Roorkee) for the further expansion ofthe IIT family.


48/65

GOVERNANCE

According to the INSTITUTES OF TECHNOLOGY ACT, 1961:The following shall be the authorities of an Institute,

a) a Board of Governors;b) a Senate; andc) Such other authorities as may be declared by the Statutes to be the

authorities of the Institute.The Board of an Institute shall consist of the following persons, namely:-

(a) The Chairman, to be nominated by the Visitor;(b) The Director, ex officio,(c) one person to be nominated by the Government of each of the States

comprising the zone in which the Institute is situated, from amongpersons who, in the opinion of that Government, are technologists orindustrialists of repute;

(d) four persons having special knowledge or practical experience inrespect of education, engineering or science, to be nominated by theCouncil; and

(e) two professors of the Institute, to be nominated by the Senate.[1]


49/65

The models and solutions suggested in section 5.3 are intended to cater to the above

broad categories. Besides a special emphasis has been laid on the followingcharacteristics of the solutions to make them feasible:

A Emphasis is laid on suggesting solutions which rely on improving existing structures

rather than creating new silos which are both cumbersome and time consuming in nature.

B. Solutions are largely modular in nature. In other words, the solutions are so designed

that it is not necessary to implement all the features of a solution, in order to use it.

Depending on the needs and requirements of an IIT, certain features of a solution may be

taken and implemented.

C. Most new committees which have been recommended are advisory in nature,

increasing the chances of their acceptance and freedom in functioning.


50/65

FacultyMember

Need for competentstudents for particularresearch work\SRIC

Interest in working in aparticular field ofresearch work

U. G.StudentsSTIFKI

STAGES:1. Identifying areas of commonality of interest of

faculty members and students and provideopportunities for collaboration.

2. Selection of student by Faculty members.3. Facilitating and supporting quality research work4. Incentive for research through fair evaluation

U.G. involvement in research work after STIFKI


51/65

Validation Mechanism (STIFKI)

Players

The major stakeholders involved in STIFKI are faculty members and students. Both these

stakeholders are actively involved and directly benefitted by STIFKI, making it a viable

proposition.

Financial Viability

The set - up cost of STIFKI- both physical and online forum- are negligible. The online platform

can be developed by a student team as a project. The recurring costs for the weekly forum are

also negligible as it simply utilizes already existing infrastructure. Infact STIFKI online can

generate its own funds with the help of advertisements and sponsored links.


52/65

STIFKI1


53/65

A list of universities agreeing to implement SEM would be maintained by the office of the

Dean, Faculty (IITB, IITK, IITR)/Dean, Faculty & Planning (IITKGP)/Dean,

R&D(IITG)/Dean, Courses and Research(IITM)/Deputy Director, Faculty(IITD). Faculty

members/technical staff members will be allowed to send as well as receive Workmate

requests from the faculty members/technical staff member of the listed universities. They

would be required to notify about their first workmate in an electronic database, accessible

to other faculty members and students of the institute, maintained by the above mentioned

authorities. It would be mandatory for each faculty member/ technical staff member to list

at least one workmate. Workmates have to be re-registered after every two years.

Workmates might opt to continue or collaborate with new workmates.

SEM

Wh i SEM?


54/65

What is SEM?

A. Each of the faculty members of an IIT will identify one faculty member working in his areas ofinterest from amongst the faculty member of contracting universities. On mutual agreement,

these faculty members would be designated as Workmates, for a period of two years. A

similar procedure shall be initiated for the technical staff members, who would have

corresponding technical staff members as workmates at one of the contracting universities.

B. The MoU will allow for free exchange of technical know-how, data, knowledge resources,

manuals, suggestions on curriculum, views, etc. on a one-to-one basis, as the concerned

workmates may deem fit.C. The workmates can work on collaborative papers and projects, subject to mutual agreement.

D. The workmates might recommend U.G.\P.G.\Ph.D. students for exchange or internship at their

respective universities to each other.

E. Each faculty member/technical staff member can have multiple workmates subject to the

condition that each of the faculty members/ technical staff member of the particular IIT has

already been assigned at least one Workmate.F. The workmates however are not restrictive in nature. Faculty members may interact with any

other faculty member in any of the above arrangements as they would have done earlier without

SEM.


55/65

Players:

The main players in SEM are faculty members and other academic institutes. Although it is mandatory

for each faculty member to have a workmate, the flexibility and independence thereafter would ensure

that the concept of SEM could be easily accepted. Besides the stakeholders, the technical staff which is

an important human resource would immensely benefit from it. Making it mandatory would help even

the slightly reluctant individuals to at least notify a Workmate. The fact that they have done this, would

itself lead them to utilize it when they need some help.

2. Financial Viability

SEM is absolutely viable in financial terms. Maintaining the database of universities and workmates

would not cost much and can be easily taken out from the expenses of the authority maintaining it.

Funds can be created for the student/faculty/staff exchange through SEM.

3. Time Frame

The effect of SEM could be seen after the initial period of two years. Though, the results may vary for

each of the seven IITs, depending upon the type and no. of MoUs and of course individual initiatives.


56/65


57/65

A. Lack of effective collaboration and networking with faculty\technical staff of other

academic institutes.

B. Ineffectiveness of MoUs.

C. Unfair evaluation of students for research internships and exchange, which is

currently based solely on C.G.P.A.\C.P.I.

D. Lack of exposure and opportunities for students.E. Neglected and incompetent technical staff.

F. Lack of resources for research.

G. Lack of incentives for students to pursue research work sincerely under faculty

members.

H. Lack of awareness about ongoing research work among faculty members\technical

staff.


58/65

Objective

To identify and attract the best individuals to be a part of the IIT system as

faculty members and research scholars.

Structure:-

TSU is further divided into two groups namely:

1. Talent Search Units for Faculty (TSUF).

2. Talent Search Units for Research Scholars (TSUR).


59/65

Need for TSU for Faculty (TSUF): Faculty members and their

academic stature constitute the core caliber of the IIT system. It is

their intellectual value that drives output.

Need for TSU for Research Scholars (TSUR): It is recognized the

world over that the research output of an academic institution is

significantly dependent on the number, quality and dedication of its

Ph .D. research scholars who constitute the graduate research

school.


60/65

Structure of TSUF

The TSUF should be headed by a Dean, who is free of

other academic duties. The unit should comprise of threededicated professionals, who might come from diverse

backgrounds .


61/65

Functions of TSUF

1. Advantages of taking up a faculty position at IITs.

2. TSUF should be able to establish an active inter face with the academics among alumnus and take their help

in locating talented individuals. In particular, several bright Indians obtain Ph.D. degrees from some of the

world's best Universities such as in US, Europe, UK, Japan and Australia .HR unit by them selves, through

their nurtured contacts and with the help of the alumni, should attempt to develop a data base on such

candidates. There is also value to have faculty drawn from diverse countries, and diverse academic

backgrounds, as the academic set-up, content and demands are not the same in every country.[2]3. Outstanding professionals in the industry.

4. facilitate faculty exchange.

5. eminent foreign nationals in faculty positions.

6. TSUF should also be entrusted with the responsibility to give recommendations on measures that should be

taken to make the faculty positions at IIT a lucrative career option. It might give recommendations on basic

facilities required, emoluments given and parameters for promotion of faculty members. For e.g.. - as a

special case of IITR and IITG, located in smaller towns, measures to build a sustainable ecosystem shouldbe taken. Lack of world-class schools for the children of faculty members, is major deterrent in joining IITR

or IITG.


62/65

Structure of TSUR

The TSUF should be headed by an Associate Dean

or a Senior Professor, who is free of other academic

duties. The unit should comprise of two dedicatedprofessionals and four faculty members each from

sciences, engineering, humanities and Management.


63/65

Functions of TSUR

1. TSUR has to tap into the vast potential that lies in the top layer of thousands of graduates and post-graduates passing out of the

various institutes in the country who have the research aptitude and interest but could not pursue it due to lack of facilities and

exposure. An effective way to do this is to visit various campuses, including other IITs, much on the lines of campus

placements. Although the difference lies in the fact that the selected candidate would still have to appear in front of the already

existing research committees of various disciplines, to ensure selection as a Ph.D. scholar. Though, huge scholarships and a

very high rate of success of candidates selected through this medium will make the option attractive. The scholarships should

be well thought out. For example A TSUR hoping to attract quality students from IITs, would have to offer healthy

scholarships.

2. TSUR needs to project the advantages of taking up a research position at IITs as an attractive career option, through

advertisements and notices at institutes where it cannot visit physically.

3. TSUR should be able to establish an active inter face with the academics among alumnus and take their help in locating

talented individuals. It should help in attracting further talent for the QIP programs, which have been relatively successful.

4. TSUR should look to collaborate with industry for creating job opportunities for Ph.D. students. It should also encourage

industry to send their employees for Ph.D. to the IITs.

5. TSUR of one IIT should collaborate with the TSURs of other IITs, in order to facilitate exchange of scholars.

6. TSUR should advertise research positions in foreign institutes, for attracting outstanding graduates for Ph .D. programmes.

7. TSUR should also be entrusted with the responsibility to give recommendations on measures that should be taken to make the

research positions at IIT a lucrative career option, much on the lines of TSUF.


64/65

Validation Mechanism:

1. Players:

The main players in TSUs are the IITs administrators who have to make special

efforts in order to form the TSUs. But since the formation of TSUF will

automatically address the problem of shortage of faculty members, the suggestion

would be well accepted. Formation of TSUR would be well supported by thefaculty members and departments as it will largely help in improving the quality

of Ph.D. scholars.

2. Financial Viability

A separate budget needs to be allocated for the functioning of TSUR and TSUF to

meet the various expenses. A dedicated grant from MHRD could help start the

process.

3. Time Frame

TSUs need to be a given a minimum period of six years to prove their success

L k f hi h li f l b IIT h h d f d li i h li f f l


65/65

2. Lack of high quality faculty members: IITs have had to face a decline in the quality of faculty

members. This is primarily due to the inability of IITs to identify and attract talented individuals to

the IIT system, who prefer other more lucrative career options.

3. Low strength of young faculty: The average age of faculty members is quite high.

Research @ IIT

Documents